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pierredv : hbr   11

The U.S. Government Shouldn’t Run the Country’s 5G Network - Larry Downes, HBR Apr 2019
"Leading Wall Street analysts have expressed skepticism about the business case for 5G, noting the absence, at least so far, of the kind of killer apps that drove rapid consumer adoption of 3G and 4G networks — text messaging for the former and video and software apps for the latter."

"So, if Washington really sees a connection between infrastructure, competitiveness, and national security, it should focus its attention and limited dollars on the physical networks."
HBR  Larry-Downes  5G 
may 2019 by pierredv
9 Out of 10 People Are Willing to Earn Less Money to Do More-Meaningful Work - HBR, Nov 2018
"More than forty years later, myriad studies have substantiated the claim that American workers expect something deeper than a paycheck in return for their labors. Current compensation levels show only a marginal relationship with job satisfaction. By contrast, since 2005, the importance of meaningfulness in driving job selection has grown steadily. “Meaning is the new money, an HBR article argued in 2011. Why, then, haven’t more organizations taken concrete actions to focus their cultures on the creation of meaning?"

"Our Meaning and Purpose at Work report, released today, surveyed the experience of workplace meaning among 2,285 American professionals, across 26 industries and a range of pay levels, company sizes, and demographics."

"More than 9 out of 10 employees, we found, are willing to trade a percentage of their lifetime earnings for greater meaning at work."

"On average, our pool of American workers said they’d be willing to forego 23% of their entire future lifetime earnings in order to have a job that was always meaningful."

"Employees with very meaningful work, we found, spend one additional hour per week working, and take two fewer days of paid leave per year."
HBR  work  employment 
november 2018 by pierredv
A Blueprint for a Better Digital Society, HBR, Jaron Lanier E. Glen Weyl September 26, 2018
“the dominant model of targeted advertising derived from data surveillance and used to fund free-to-the-public services like social media and search is increasingly viewed as unsustainable and undesirable” – viewed by whom? Digerati like them, perhaps, but I see little evidence among the populace or Wall St that it’s unsustainable or undesirable. How many people have actually dropped Facebook?

“Platforms would not shrivel in this economy; rather, they would thrive and grow dramatically, although their profit margins would likely fall…” – Hard to see how a with falling profit margins thrives and grows.

“A coherent marketplace” – huh? Seems to be a neologism. The definition is progressive feel-good hand-waving: “a true market economy coupled with a diverse, open society online”

“Once the people providing this data are honestly informed that they are needed, they will earn compensation for their service, …” Yeah, right.

“A MID is a group of volunteers with its own rules that represents its members in a wide range of ways” – leaving aside the weird use of “volunteers” (I assume they’re talking about voluntary association), this is just a corporation. Wow, radical.

What is surprising is that none – not a single one – of the “thousands of unsolicited queries from entrepreneurs attempting to launch MIDs of their own” persuade them. “We are skeptical…” is their refrain. And there’s no evidence for the claim that “billions of dollars have already been invested.” Millions, sure, Sand Hill Road is promiscuous, but billions?

Their “eight principles or requirements” don’t seem to be based on any theory or data, beyond their personal biases.

“Perhaps antitrust law will come to play a role in reining in large MIDs.” – Yeah, good luck with that. Can I interest you in my flying pig?
HBR  democracy  society  Jaron-Lanier  Glen-Weyl 
september 2018 by pierredv
GDPR and the End of the Internet’s Grand Bargain
A "sky is falling" argument, framed as questions for deniability: "The age of the free and open internet may come to an end, and quickly."

"In May the European Union’s General Data Protection Regulation goes into effect, two years after passage by the European Parliament. This radical new privacy law, which covers any business that processes information about EU residents, will dramatically affect the way data is collected, stored, and used, including for U.S. companies doing business abroad."

"For those who can afford it, the EU’s new deal for data will make interactions feel more private and less, well, creepy. The question EU regulators and their supporters abroad never seem to ask, however, is this: What about the rest of us?"
HBR  Larry-Downes  opinion  internet  business-models  advertising 
april 2018 by pierredv
Want to Build Resilience? Kill the Complexity - HBR Sep 2012
"We rightfully add safety systems to things like planes and oil rigs, and hedge the bets of major banks, in an effort to encourage them to run safely yet ever-more efficiently. Each of these safety features, however, also increases the complexity of the whole. Add enough of them, and soon these otherwise beneficial features become potential sources of risk themselves, as the number of possible interactions — both anticipated and unanticipated — between various components becomes incomprehensibly large."

"CalTech system scientist John Doyle has coined a term for such systems: he calls them Robust-Yet-Fragile — and one of their hallmark features is that they are good at dealing with anticipated threats, but terrible at dealing with unanticipated ones."
HBR  complexity  Robust-Yet-Fragile 
november 2017 by pierredv
The Problem with Saying “Don’t Bring Me Problems, Bring Me Solutions”
It’s time to retire the saying “Don’t bring me problems, bring me solutions.” Even though advocates of this approach believe it reduces whining, increases empowerment, helps employees manage up, and boosts careers, it’s fraught with challenges.

Not every problem has an easy solution. Tackling the complexity of most significant business issues can take a pool of talented people with diverse points of view. What’s more, according to Wharton professor Adam Grant, solution-only thinking creates “a culture of advocacy instead of one of inquiry,” where each person comes into the situation locked into their way of solving the problem and lobbies hard for that particular solution rather than considering multiple perspectives.
HBR  leadership  Sabina-Nawaz 
october 2017 by pierredv
The Secret Phrase Top Innovators Use - HBR
"How do Google, Facebook and IDEO jumpstart the process that leads to innovation? Often by using the same three words: How Might We. Some of the most successful companies in business today are known for tackling difficult creative challenges by first asking, How might we improve X … or completely re-imagine Y… or find a new way to accomplish Z?"
HBR  innovation 
february 2015 by pierredv
Instinct Can Beat Analytical Thinking - Justin Fox - Harvard Business Review
Via Tren Griffin "Psychologist Gerd Gigerenzer has spent his career focusing on the ways in which we get things right, or could at least learn to. In Gigerenzer’s view, using heuristics, rules of thumb, and other shortcuts often leads to better decisions than the models of “rational” decision-making developed by mathematicians and statisticians. At times this belief has led the managing director of the Max Planck Institute for Human Development in Berlin into pretty fierce debates with his intellectual opponents. It has also led to a growing body of fascinating research, and a growing library of books for lay readers, the latest of which, Risk Savvy: How to Make Good Decisions, is just out."
Gerg  Gigerenzer  risk  instinct  heuristics  HBR  decisionmaking  books  interviews 
june 2014 by pierredv

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